Conduct a comprehensive cost-benefit analysis for the implementation of a health information system. Create an engaging and dynamic 5-8 minute in

8/30/25, 7:57 AMVila Health: Value and Stakeholder Communication Transcript

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TRANSCRIPT

Capella University

Value and

Stakeholder

Communication

VILA HEALTH ® ACTIVITY

Introduction

Independence Medical Center

As part of your role as Director of Quality Management at Independence Medical Center, you have been asked to prepare an analysis of the various stakeholder

8/30/25, 7:57 AMVila Health: Value and Stakeholder Communication Transcript

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groups affected by the recommendations you made earlier. A key aspect of the analysis will be a summary of the impact of the recommendations and strategies for overcoming barriers to implementation of your recommendations.

In this media piece, you will be able to gather information related to stakeholder concerns and their needs and values related to the EHR system. The EHR in use at Independence Medical Center is an Opus* system that was implemented in 2008. The CPOE is an Opus module, but none of the other health information systems in use at Independence Medical Center are Opus products.

*Opus is a fictional EHR system comparable with systems such as Epic or Cerner.

Hospital Leadership Gather information by speaking to hospital leaders. Read their responses below.

Norman Reynolds / Independence Medical Center CEO The future of healthcare is about efficiencies. Discharge processes need improvement, especially concerning readmissions, which cost about $7200 per preventable case. Consider that decreasing readmissions by just 100 patients a year could save over $700,000. But to make this a reality, we need thorough stakeholder communication and buy-in. This isn't just about the financials, it's about community well-being.

Gwendolyn Zimmer / Independence Medical Center COO I'll be candid – we're yet to recoup the costs from our last health information system overhaul. We have capital improvements, like the potential bariatric unit which would cost about $60,000, pending. Yet, stakeholder communication is essential. Their buy-in can help us make informed decisions balancing both IT and infrastructural improvements. The potential bariatric unit could be a new revenue stream if stakeholders see its value.

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Matthew Wolfe / Director of Financial Services The migration to ICD-10 is on my radar. Figures from CMS are concerning – claim denial rates potentially increasing by 100 to 200 percent and claims processing time seeing a rise of 20 to 40 percent. We need stakeholder insights more than ever. An adaptable EHR system could ease this transition, especially one that can cut claims processing turn-around time, which currently might increase by ten to twenty days with new EHR implementations.

Aaron Johnson / Director of Financial Services Controlling pharmacy costs is an ongoing process. Pharmacy costs make up 13% of our hospital's operating budget, of which only 20% is on salaries. The rest? Drug costs. Improving drug management, reducing waste, and correcting billing errors could lead to significant savings. But to tackle EHR discrepancies and ensure accurate billing, we need the buy-in and collaboration of our stakeholders.

Linda Bradford / Chair of Financial Committee Board Discussing improvements and costs is essential. But stakeholder engagement? That's paramount. Their feedback can guide decisions that not only impact our bottom line but also patient care, staff morale, and the hospital's reputation. We need to ensure everyone's on the same page as we navigate these financial challenges.

Clinical Services Gather information by speaking to clinical services leadership. Read their responses below.

Patricia Deering / MS, Chief Medical Officer I'll be frank – physician productivity is the first thing I look at. Our current system, implemented in 2011, saw a significant drop in productivity. 2014 adjusted RVUs

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are still below 2010 levels. Take infectious disease doctors for instance. They currently have a median work RVU of 4200. That should be closer to 4800. Improving this to even 4500 would mean $50,000 more in patient service revenue annually. While that may seem minor, it's significant for us. Recent studies show EHRs can boost productivity, and it's essential. But it's not just about changing systems; it's about making sure stakeholders — our doctors, nurses, and staff — are informed, engaged, and prepared for these changes. Their input and buy-in are crucial.

Diane St. John / Chief Nursing Officer Reducing re-admissions is paramount. CMS penalties are one thing, but re- admissions also draw negative attention from private health insurers and patients. I've seen figures showing the average penalty from CMS last year was $125,000. We must also consider patient portals. Our current one is passive, and we need one that is more interactive. An enhanced patient portal can aid in smoother care transitions. However, it's not just about implementing these tools. Stakeholder communication and buy-in is key. The nursing staff, case managers, and patients themselves have to be involved in these decisions, ensuring a more holistic approach to patient care.

Carmen Vega / Stakeholder Communication Specialist I can't stress enough the importance of engaging our stakeholders during these times of change. Patricia, Diane, while it's essential to identify areas for improvement, it's equally critical to ensure our teams are part of these discussions. Their feedback can help refine the transition process, making it smoother and more effective. I've seen too many initiatives falter due to lack of proper communication and stakeholder buy-in. We need to prioritize this as we navigate our path forward.

Clinical & Non-Clinical

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Clinical & Non-Clinical

Staff Gather information by speaking to clinical and non-clinical staff. Read their responses below.

Debra Green / Nurse Manager – ICU You know there's one area that we haven't been talking about much, and that's controlling labor costs. Overtime is over a million annually, $1,300,000 for overtime alone. If we could reduce overtime by fifteen percent, we could save almost $200,000 a year. Using the EHR to better track admissions and daily census information would help fine-tune staffing needs. But we must engage with our nurses to make this work. Their input can help us ensure that these changes actually reduce overtime without sacrificing patient care or staff well-being.

Ruby Martindale / RN – Emergency Department To be honest, getting accurate and timely reports is the biggest problem. With the right data, we could find one or two percent savings on virtually every non-labor related line item. But it's not just about having the data; it's about having an ongoing dialogue with our teams to understand their needs and insights. That's how we can develop truly effective solutions.

Matthew Allen / Laboratory Technician We need to identify savings, but not at the expense of patient care or our staff. Many hospitals report unnecessary lab testing, which can eat into our bottom line. Reducing waste could save 2–3% of our total lab budget, say fifteen to twenty thousand dollars a year. However, we must not forget the importance of involving the staff in these decisions. Their insights, their needs, and their buy-in can help us implement these changes in a way that truly supports our goals.

Carmen Vega / Stakeholder Communication Specialist You've all highlighted critical areas where improvements can be made. Debra, your focus on overtime; Ruby, your emphasis on timely reports; Matthew, your concern for unnecessary lab testing. All of these are valuable insights. But the common

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for unnecessary lab testing. All of these are valuable insights. But the common

thread here is the need for communication and buy-in. We need to create a culture where everyone's voice is heard, and where people feel a part of the decision- making process. That's how we can turn insights into actionable plans and make meaningful improvements.

Conclusion Having followed up with stakeholders and other employees at Independence Medical Center, you should now have a better understanding of what barriers and concerns exist regarding changes to the EHR. You should be able to use this information to prepare your stakeholder analysis and to fine-tune your recommendations for improvements.

Reflect

Question 1 How do the recommendations you are making impact the concerns and issues expressed by these stakeholders?

Your response:

This question has not been answered yet.

Feedback As you identify the areas where you may encounter resistance, it's important to use your understanding of the stakeholder concerns and values to shape solutions.

Question 2

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Question 2

What specific impacts of your recommendations do you anticipate will be most significant to the stakeholders?

Your response:

This question has not been answered yet.

Feedback You will need to research best practices for EHR implementation in order to determine a convincing and feasible strategy for overcoming barriers and objections to your recommendations.

Question 3 How will your recommendations address the financial implications emphasized by stakeholders and ensure consistent communication and buy-in throughout the EHR transition?

Your response:

This question has not been answered yet.

Feedback A key aspect of any recommendation is understanding the financial ramifications. Given that stakeholders have emphasized financial concerns, it's crucial to outline the potential savings and returns on investment the EHR updates might offer. Equally important is ensuring that stakeholders are kept in the loop, understanding their concerns and ensuring their voices are heard. This not only promotes a smoother transition but also fosters trust and buy-in, essential elements for the successful implementation of any new system or process.

You have completed the

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activity!

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